Tài liệu Hiring and Keeping the Best People 8 doc

4. creative production 5. counseling and mentoring 6. managing people and relationships 7. enterprise control 8. influence through language and ideas These core interests are grouped into three main categories in tables 2-1, 2-2, and 2-3: application of expertise, working with people, and control and influence. Since these interests can be very useful in evaluating the “fit” between job candidates and the positions they aspire to, let’s consider each of them in turn. Application of Technology People with a life interest in the application of technology are intrigued by how things work and are curious about finding better ways to use technology to solve business problems. As Butler and Waldroop write, “People with [this] life interest often enjoy work that involves planning and analyzing production and operations sys- tems and redesigning business processes.” 9 They cite the example of a money manager who acts as his company’s unofficial computer consultant because he loves the challenge of this type of work more than he does his regular job. How do you spot people with this interest? See who gets excited when plans are hatched for a new computer system or a process reengineering project. Quantitative Analysis “Some people aren’t just good at running the numbers, they excel at it.They see it as the best, and sometimes the only, way to figure out business solutions. Similarly, they see mathematical work as fun . . . . Not all ‘quant jocks’are in jobs that reflect that deeply embedded life interest,” write Butler and Waldroop. In fact, more than a few find themselves in other kinds of work for the wrong reason: because Beyond the Hiring Basics 43 HBE001_ch2_.qxd 10/02/2002 11:33 AM Page 43 44 Hiring and Keeping the Best People TABLE 2-1 Category 1: Application of Expertise Application of Technology Quantitative Analysis Examples: • engineering • computer programming • production and systems planning • product and process design • process analysis • production planning • systems analysis • mechanical crafting/manufacturing • researching Examples: • market research • forecasting • cash-flow analysis • computer-model building • production scheduling • investment analysis • accounting Theory Development and Creative Production Conceptual Thinking Examples: • economic-theory developing • business-model developing • competition analysis • designing “big-picture” strategy • process designing • teaching business theory Examples: • new-product designing • marketing and advertising • developing innovative approaches and solutions • event planning • conducting public relations • entertaining • writing • illustrating they were told that following their true passion would narrow their career prospects. To identify people with this particular interest,look for individu- als who are intrigued by cash-flow analysis, methods for forecasting sales, and other numbers-based activities.If a market manager is more HBE001_ch2_.qxd 10/02/2002 11:33 AM Page 44 interested in the analysis of customer data than in what’s said in a cus- tomer focus group, he’s probably a quantitative analysis person. Theory Development and Conceptual Thinking “For some people, nothing brings more enjoyment than thinking and talking about abstract ideas,” say Butler and Waldroop. “People with this interest can be excited by building business models that explain competition within a given industry or by analyzing the competitive position of a business with a particular market.” To spot a theory and concept person, look for someone who could easily have followed an academic career, who subscribes to academic publications, and who enjoys conversations about abstract concepts. Creative Production These people are imaginative, “out-of-the-box” thinkers. They are comfortable and engaged during brainstorming sessions.Write But- ler and Waldroop,“[M]any entrepreneurs, R&D scientists, and engi- neers have this life interest. Many of them have an interest in the Beyond the Hiring Basics 45 TABLE 2-2 Category 2: Working with People Counseling and Mentoring Managing People and Relationships Examples: • coaching • training • teaching • helping • drawing people out • supporting • providing feedback and advice Examples: • managing others to accomplish business goals • directing • supervising • leading and inspiring others • selling • negotiating • motivating HBE001_ch2_.qxd 10/02/2002 11:33 AM Page 45 arts. . . . Many people with this interest gravitate toward creative industries such as entertainment.” These individuals, say the authors, are easy to identify. Uncon- ventional clothing is a giveaway. Also, they are less interested in the features of current products than in whatever is new. Counseling and Mentoring Individuals bitten by this bug like to teach. In business, teaching takes the forms of coaching and mentoring. Many like feeling useful to others; some genuinely take satisfaction from the success of those they counsel.To spot a counselor/mentor, simply observe how they interact with their direct reports. Managing People and Relationships Individuals with this life interest enjoy dealing with people on a day-to-day basis.They derive satisfaction from workplace relation- ships, but they focus much more on outcomes than do people in counseling/mentoring category. 46 Hiring and Keeping the Best People TABLE 2-3 Category 3: Control and Influence Enterprise Control Influence through Language and Ideas Examples: • controlling resources to actualize a business vision • setting strategic direction for a company, business unit, work team, or division • having ultimate decision-making authority • making deals • holding ultimate responsibility for business transactions, such as trades, sales, and so on Examples: • negotiating • deal making • conducting public relations • selling • persuading • designing advertising campaigns • communicating ideas through writing or speaking HBE001_ch2_.qxd 10/02/2002 11:33 AM Page 46 For this life interest, look for people who like to motivate, organize, and direct others. Enterprise Control These are the people who like to be in charge, whether it’s their high school class or a division of a corporation. They are happiest when they have decision-making authority over their little piece of the universe. How do you spot them? Per Butler and Waldroop: “These individuals . . . ask for as much responsibility as possible in any work situation. . . . A person with this life interest wants to be the CEO, not the COO.” Influence through Language and Ideas These people enjoy storytelling, negotiating, and persuading. They are most fulfilled through writing, speaking, or both, and are often drawn to careers—such as public relations, journalism, and advertis- ing—where these are viewed as regular and important skills. These people tend to be the volunteers who write up the proj- ect proposal or make the new product presentation to the company sales force. Because many people have more than one interest, these categories of life interests may overlap in an individual. For example, a financial manager who enjoys using her special quantitative skills may be a very good “people person” and want to work with marketing personnel. So don’t try to pigeonhole individuals too narrowly. Hiring primarily for interests is far more potent than hiring for skills and values for several reasons: • A job that satisfies someone’s deepest interests will keep that person’s attention and inspire him or her to perform and achieve. For example, Sarah had no formal training in biology Beyond the Hiring Basics 47 HBE001_ch2_.qxd 10/02/2002 11:33 AM Page 47 TEAMFLY Team-Fly ® or environmental science, yet her passion for bird-watching led through several levels of self-study and field experience. Initially hired as an intern by a state chapter of a major environmental organization, she eventually rose to the rank of Chief Ornithologist. • A person may be good at a particular job (that is, possess the perfect skills), but if the job doesn’t let that individual express core interests, he or she won’t be happy with the work for long. For example, Phil earned his Ph.D. in chemistry and took a job in the R&D unit of a global chemical firm.As a bench scien- tist, he did an outstanding job and earned regular promotions. So when Phil quit his job to take a management position with another company, his boss was very surprised.When asked why he had made this choice, Phil replied:“I’m really not that inter- ested in science.” • It’s far easier to help someone acquire or strengthen skills than to make that person feel an enduring passion for his or her work. Certainly,skills play an important role in matching the right per- son to the right job.And new hires must have enough of the appro- priate background, experience, and ability to perform well on the job fairly quickly. Nevertheless, a perfect “interests match” increases the likelihood that the employee will stay with the company more than a perfect “skills match” will. Southwest Airlines provides a striking example of a successful company that puts attitude and interest at the top of its hiring agenda. Southwest is the most profitable company in its industry and enjoys a personnel turnover rate that is about half the industry aver- age. Its hiring practices have a great deal to do with this. Southwest only hires people who are disposed to providing the friendly service that its customers expect and appreciate.With the exception of jobs that require technical skills, such as pilot, mechanic, and attorney, Southwest is less concerned with an applicant’s toolkit of skills than with his or her attitude. 48 Hiring and Keeping the Best People HBE001_ch2_.qxd 10/02/2002 11:33 AM Page 48 Southwest’s approach to hiring is part of the corporate DNA created by its founder and retired CEO, Herb Kelleher.“If you don’t have a good attitude,” according to Kelleher,“we don’t want you, no matter how skilled you are.We can change skill levels through train- ing. We can’t change attitude.” 10 For Southwest, a good attitude means a sense of humor, a sense of teamwork, and a desire to make customers happy. To determine a job candidate’s core interests, try asking these questions during the interview: • What have you most liked doing in your other jobs? • What do you like to read? Or, if you’re glancing at a newspaper or magazine, what kinds of articles and advertisements are most likely to catch your eye? • What do you enjoy doing in your spare time? • What stage of a project really excites you the most? You can also show the candidate tables 2-1, 2-2,and 2-3 and ask him or her which one or more of the eight core business interests seem particularly appealing. Once you’ve determined where the job can- didate’s interests lie, you can determine whether those interests are a good fit for the open position. Hiring for Microculture Beyond matching the right person to the right job, finding the “right fit” has a cultural component. Jobs within organizations have cultural contexts, and you want to make sure that the person you’re thinking of hiring will strengthen these contexts, not seriously con- flict with them. Consultant Dwight Gertz once described how a national chain of mall-based cookie shops inadvertently fell afoul of the “right fit” issue many years ago when its human resource department encour- aged very self-directed people to apply for shop manager positions. Beyond the Hiring Basics 49 HBE001_ch2_.qxd 10/02/2002 11:33 AM Page 49 “We want independent people who want to be their own bosses,” the recruiting literature stated. Once these people were hired and placed in the company’s training program, however, they quickly discovered that everything from what to bake, when to bake it, and in which quantities was strictly determined by the company’s oper- ating manual. In reality, the company did not want entrepreneurs; it wanted people who could follow its time-tested procedures for run- ning a mall cookie shop. It neither had nor encouraged an entrepre- neurial culture. Not surprisingly, few of the new managers lasted more than a year. 11 There was a cultural mismatch between the company and the people it recruited. Large and small companies alike have macro- and microcultures, and it’s important that a job candidate can work effectively in each. A macroculture is an organization’s way of doing things, its general values, the ways in which people relate to one another, and so forth. These same companies are likely to have microcultures as well—cul- tures that characterize different departments or job functions. For example, to the outside world, a particular organization may appear to have a very formal macroculture, with employees in serious- looking business suits and adhering to strict rules of conduct. Yet within this same organization there are likely to be many different microcultures: the software product-design department, for exam- ple, may be home to shaggy-haired engineers who dress in jeans and sneakers and who routinely play practical jokes on one another.The people and culture of the R&D department are probably very dif- ferent from the “suits” who work in marketing and finance. Your firm almost certainly has microcultures. Do you know what they are? The key to hiring right is to understand those micro- cultures and to choose people who will fit into, enjoy, and enrich them. So, if a job candidate truly enjoys wearing a formal suit to work every day and keeping conversations with colleagues strictly professional, she’s probably not the right candidate for the funky, friendly little software group just down the hall! If you find it difficult to define the culture of your unit or work group, the questionnaire in figure 2-1 can help you figure it out. Knowledge of the existing culture can help you hire new employees who will fit in and thrive. 50 Hiring and Keeping the Best People HBE001_ch2_.qxd 10/02/2002 11:33 AM Page 50 . her attitude. 48 Hiring and Keeping the Best People HBE001_ch2_.qxd 10/02/2002 11:33 AM Page 48 Southwest’s approach to hiring is part of the corporate. find themselves in other kinds of work for the wrong reason: because Beyond the Hiring Basics 43 HBE001_ch2_.qxd 10/02/2002 11:33 AM Page 43 44 Hiring and Keeping